Podcasts about progressive design build

In this episode of the Engineering Influence podcast, recorded live from the ACEC Fall Conference in New Orleans, host [Host Name] is joined by Darren Black, the National Practice Leader at Risk Strategies. Together, they delve into the innovative approach of Progressive Design Build and its potential impact on the engineering industry. Darren explains how this relatively new project delivery method addresses the challenges faced in large-scale civil infrastructure projects. By ensuring that guaranteed maximum prices are set at a more advanced stage of design completion, Progressive Design Build aims to mitigate risks, reduce uncertainties, and enhance project outcomes. The episode features insights into an upcoming panel discussion that will explore this topic further, with contributions from industry experts like David Hadam, Donna Hunt, and representatives from Kiewit and Gresham Smith. Darren also touches on the implications for professional liability and the insurance market, providing a comprehensive overview of how this approach could shape the future of engineering projects.

Watch on Youtube.Progressive Design-Build (PDB) is an alternative project delivery method that has been gaining popularity in the construction industry. PDB is a variation of the Design-Build method where the owner hires a design-builder based primarily on qualifications, not price, and then collaboratively develops the project design and budget.Benefits:- Improved collaboration and communication- Increased flexibility and innovation- Better alignment of project goals among all parties- Progressive Design-Build aims to combine the benefits of design-build (single point of responsibility, integrated team) with increased owner involvement and flexibility in the design and pricing process.

Pat Shea, General Manager of the St Paul Regional Water Service spends time with us nerds to talk about their mammoth Water Treatment Plant project including the use of Progressive Design Build to deliver the project. Pat also touches on the issue of lead service line replacement and how SPRWS's surface water source is unique in the nation. FURTHER RESOURCESProject Presentationhttps://drive.google.com/file/d/16udJIAX4DyptRJVqQD3Ntp0LC9bIa76n/view?usp=sharingDesign Build Institute of America - Primer on Progressive Design Build Processhttps://dbia.org/wp-content/uploads/2018/05/Primer-Progressive-Design-Build.pdfSt Paul Regional Water Services websitehttps://www.stpaul.gov/departments/saint-paul-regional-water-services

In this 18-minute episode of IRMI Podcast, David Pacifici of Berkley Construction Professional examines how progressive design-build can mitigate the squeeze on contractor profit when gross maximum price and a fixed schedule are included on design-build projects.

Dan Fauchier feels your frustrations. He too has worked too many hours doing a “great job” of managing Waste. Now he is dedicated to increasing staff productivity while ensuring on-time and on-budget project completion. Watch/listen to this show if you are ready to increase profits, reduce waste, and be happier. Dan is an author, coach, Director at The ReAlignment Group of California, Board Member of the International Institute for Facilitation, and Advisory Board Member of Plannerly - The BIM Management Platform. Dan's expertise includes Last Planner® System, collaborative "Big Rooms", Lean Alignment Partnering, Root Cause Analysis, Value Stream Mapping, and Process Mapping, Strategic Planning & Project ReAlignment for design & construction issue resolution, as well as IPD and Progressive Design-Build team development. Joe Donarumo YouTube Clip “Why we need The Lean Builder | S2 The EBFC Show 018 (clip)” https://youtu.be/BfXtBJUP9_A Lean Project Delivery: Building Championship Project Teams Available on Amazon at https://rb.gy/gv6kve  –––––––––––––––––––––––––––––– Connect with Dan via LinkedIn at https://www.linkedin.com/in/danzpage/ Twitter at https://twitter.com/danfauchier Website https://constructionaccelerator.as.me/ChatwithDan –––––––––––––––––––––––––––––– Connect with Felipe via LinkedIn at https://www.linkedin.com/in/engineerfelipe Twitter at https://twitter.com/felipe_engineer Instagram at https://www.instagram.com/thefelipeengineer TikTok at https://www.tiktok.com/@felipeengineer Clubhouse at https://www.clubhouse.com/@theebfcshow –––––––––––––––––––––––––––––– Sponsors:  Bosch RefinemySite, a cloud-based construction platform that uses Lean principles to enable your entire team, from owners to trade contractors – to plan, communicate, document, and execute in real-time. It's the digital tool that supports the Last Planner System® process and puts it all together in one simple, collaborative ecosystem. Bosch RefinemySite empowers your team, builds trust, creates a culture of responsibility, and enhances communication. Learn more and Try for free at https://www.bosch-refinemysite.us/tryforfree –––––––––––––––––––––––––––––– Construction Accelerator is an online learning system for teams and individuals that offers short, in-depth videos on numerous Lean topics for Builders and Designers to discuss and implement, just like on this podcast. This is tangible knowledge at your fingertips in the field, in the office, or at home. Support your Lean learning at your own pace. Learn more at http://trycanow.com/ –––––––––––––––––––––––––––––– Today's episode is also sponsored by the Lean Construction Institute (LCI). This non-profit organization operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. Learn more at https://www.leanconstruction.org –––––––––––––––––––––––––––––– The EBFC Show Intro Music: California by MusicbyAden https://soundcloud.com/musicbyaden   Creative Commons — Attribution-ShareAlike 3.0 Unported — CC BY-SA 3.0 Free Download / Stream: https://bit.ly/al-california  Music promoted by Audio Library https://youtu.be/oZ3vUFdPAjI  ––––––––––––––––––––––––––––––

This Part II discussion to ACEC Colorado’s Progressive Design Build podcast from May 2020 will focus on the roles and responsibilities of the participants in the Architecture/Engineering/Construction (AEC) industry within a Progressive Design-Build project.  Learn more about the issues inherent to a Progressive Design-Build project and how the roles of the architect versus the engineer versus the contractor all lead to various challenges.  Hear from the following panelists:  Dave Crawford, P.E., DBIA, is the past CEO of Sundt Construction who was recently honored by the Design-Build Institute of America (DBIA) with the Brunelleschi Lifetime Achievement Award, the highest honor DBIA bestows. Bill Green, P.E., is the President of The RMH Group, and served as the Founding Chapter President of the Design-Build Institute of America Rocky Mountain Region and is also a Designated Design-Build Professional Fellow. Dave Poling, P.E., is a Senior Project Manager at Wilson & Company, Inc., Engineers and Architects and has extensive Design-Build experience, having worked at the Colorado Department of Transportation for several years and now serves on the Design Consultant side heading up multiple projects for Wilson & Co.

Integrated project delivery methods have long since been a topic of debate among participants in the Architecture/Engineering/Construction (AEC) industry.  ACEC Colorado brings together a panel of consulting engineers and a contractor to discuss the latest delivery method, coined as Progressive Design-Build. Learn more about the characteristics of successful Progressive Design-Build teams, real-world project examples and the benefits of Progressive Design-Build to both the owner and the general public.   Hear from the following panelists:  Dave Crawford, P.E., DBIA, is the past CEO of Sundt Construction who was recently honored by the Design-Build Institute of America (DBIA) with the Brunelleschi Lifetime Achievement Award, the highest honor DBIA bestows. Bill Green, P.E., is the President of The RMH Group, and served as the Founding Chapter President of the Design-Build Institute of America Rocky Mountain Region and is also a Designated Design-Build Professional Fellow. Dave Poling, P.E., is a Senior Project Manager at Wilson & Company, Inc., Engineers and Architects and has extensive Design-Build experience, having worked at the Colorado Department of Transportation for several years and now serves on the Design Consultant side heading up multiple projects for Wilson & Co.

3 Invaluable Lessons from Geoff Neumayr Partnering is the glue that helps align chaos and keep it from being a negative thing. If you want to gain trust, you have to first remove fear. Expectations have to be in alignment and conversations must be had up front.   This week, host Sue Dyer speaks with Geoff Neumayr about building trust on projects, removing fear amongst your team, and aligning expectations both on construction projects and organization-wide. Subscribe to Construction Dream Team The following show notes are a transcription from the Construction Dream Team Podcast episode 19 audio interview between Sue and Geoff. Please join the Construction Dream Team LinkedIn Group to ask question and have a dialogue with the experts we have featured on the Construction Dream Team Podcast and with each other.  About Guest Geoff Neumayr (1:15) Geoff is the Chief Development Officer at the San Francisco International Airport and is currently leading a $7 billion construction program. The program is using the progressive Design-Build model which was developed at SFO. He is the member of the Design-Build Institute of America Executive Board and will be their president in 2020. Geoff also serves on the board of the International Partnering Institute and was selected as ENR’s Top 25 Newsmakers in 2016.  He is a civil licensed engineer and a structural engineer.   Geoff’s Journey to Running a $7 Billion Program and Becoming the Chief Development Officer at SFO (2:45) Geoff’s journey started in college where he was an architecture major and moved to structural design (3:00) Geoff understood how art, design, and architecture all came together and his first job was at an architecture/engineering firm (3:45) Geoff then spent 15 years as an owner’s representative (advisor) through different projects including projects at SFO (5:00) Geoff learned the role of partnering and all of his experience led up to him stepping into his current role at SFO (5:45)   How Teams Can Become More Integrated (10:00)   Integration depends upon where you want to place the bar and what success should look like, not just on time and on budget (10:08) You have to reset the norm to understand what extraordinary really looks like; it’s not just avoiding litigation, it is LEED Platinum buildings, totally resilient buildings, facilities that bring smiles to people’s faces, things that enhance education, and wonderful passenger experiences (10:45) On your project, you should look at what’s possible, not just how to prevent fighting with each other (12:00)   The First Steps to Progressive Design-Build  (13:00) The first stage, you have to ask yourself the question as an Owner, “Do I really want to get to a better place – do I really want to do more?”  (13:20) You have to have internal alignment in the organization (13:41) In the second stage, Stakeholders should be allowed to be involved in the process from the beginning which brings a lot more people into the mix – more chaos (14:30) We have to have tools that help us identify issues, not problems; they seem similar, but they are not.  A problem, everyone knows about and the damage is already done.  Issues are usually just in certain people’s heads and hasn’t happened yet so no one has been hurt (15:45)   What You Can Do to Increase Trust Levels and Identify Issues (19:55) If you can take time to observe what people are afraid of and then remove that fear, all that will be left is trust. One example of removing fear at SFO:  Everyone obviously sees a change that needs to be made.  It is easy to write a Change Order for x price, the Change Order is written and received, but the people don’t do the work.  Why?  The reason they don’t do the work is because they are afraid that they won’t get paid within a month of doing the work because it took “months on end” to perfect and finish the Change Order. Once the group was assured they would get partial payment within weeks of starting the work, that the fee could be added to the next Pay Application, then they started the work.    What Are Some Exceptional Results You’ve Seen? (24:40) The Air Traffic Control Tower had to be designed to a seismic standard where the FAA could occupy the tower during a major earthquake.  The team looked at numerous alternatives, they were given time so they could dream big but not be rushed to a single conclusion, and they were trusted that they could come up with an extraordinary result.  The team came up with a one of a kind vertical post tension structure, the tallest one in the U.S., and satisfied the criteria beyond what the FAA could even imagine.  This was only possible because the Engineers trusted the airport enough to follow a different way of doing business and that the airport would fairly compensate them for the time and extra analysis.   What Role Does Structural Collaborative Partnering Have in Progressive Design-Build? (28:00) Progressive Design-Build was originally a way to avoid litigation but partnering came in to produce extraordinary results. There’s nothing you can do to fix the “go, go, go” mentality, but a structural collaborative partnering process will fix it because it helps identify stumbling block issues for the program. The rest of the team must then make a commitment to one another as to how they’ll deal with conflicts.   The Biggest Frustration Geoff Has Faced (34:45) The biggest disappointment and challenge Geoff faced was the quality of the work at SFO a long time ago under a Design-Bid-Build project. Throughout the project, it was difficult to get the quality promised in the contract and there were empty promises and disappointments on discrepancies with quality. Geoff learned that the problem can’t be fixed at the end of a project; expectations have to be in alignment from the beginning.   The Best Advice Geoff Has Ever Gotten (39:00)   To marry his wife! But professionally, to go out to the field and ask the person who actually has to do the work what to do when you need help - this was Geoff’s first experience with collective wisdom.   Resources for Listeners   Getting to Yes by Roger Fisher and William Ury   Contact Geoff Geoff’s LinkedIn Profile Email Geoff: Geoff.Neumayr@flysfo.com   Geoff’s Parting Advice (44:55) Take one thing and try to do it better today than you did it yesterday. The only way you can get to tomorrow is to get through today.     Construction Nation! Dream Teams don’t just happen they are built one step at a time. Why not send out this episode to your team, so they can help you. The more people you have helping – the faster you can build your Construction Dream Team. You can’t have your dream until you build your team! Please head on over to ConstructionDreamTeam.com to sign up for our newsletter and don’t forget to subscribe on iTunes, Stitcher, Google Play, or Spotify! Remember…Construction Dream Team drops every Monday morning at 4 am PST. Please join us next week when Sue will interview another industry leader or expert so you can learn how to create your Construction Dream Team!

Over the course of ten years, 134 project teams were asked “from your experience, what is it that makes a project succeed? Over 95% of team members said that good communication was the reason for their success and poor communication was the reason for their failures. Thus, indicating that communication appears to be the key to project team success. After working with over 2,000 different construction teams we began to identify that, what the teams recognized as a “communication issue” was actually a symptom and not the root cause of their problem. We also concluded, that a team that works diligently to improve “communication cannot make significant improvement until and unless they work to overcome the true root cause of the problem. From working with these construction teams, patterns emerged into seven root causes of poor project communication: Root Cause #1: Fear Fear makes team members feel the need to protect their own interests. When we feel the need to protect, we certainly are not going to be open, therefore communication is going to be stifled. Worse yet, our communication is likely to be an argument about why we are right and others are wrong. Letter writing on positions and an inability to solve even simple problems is the result. Root Cause #2: Misaligned Expectations When the team members each have a different expectation on how things are “supposed to” work you have misaligned expectations. Most often it is over roles, responsibilities and authority. With misaligned expectations, no matter how hard each side tries, they just can’t seem to get together. The team may be “communicating” but understanding is not happening. Root Cause #3: Confusion Where there is confusion, chaos will break out. Again, this can be over roles and responsibilities, or over processes. When people aren’t sure what they are supposed to do, not only does the team lose productivity, there is chaos and people move around trying to figure out how things are supposed to work. This is true at all levels of the project. If a decision is made but no one understands how it is supposed to be implemented, then you will end up with different people implementing different solutions – leading to chaos and what appears to be poor communication. Root Cause #4: Loss of Momentum When everyone on the team is not in the boat, facing the same direction, and rowing toward project success; the project loses momentum. The more frustration there is, the more loss of momentum you will have. Frustration is caused when the team goes forward but keeps getting pulled back. Soon the project is behind schedule and communication switches to finger pointing, causing even more loss of momentum. Root Cause #5: Dissatisfaction Research shows that when project teams look forward to going to their jobs (the level of job satisfaction is high) the project is highly likely to be on time and on budget. When the project teams “dread” going to work, the project is in deep trouble. When a project is not fun to be on, a sense of dread appears, and communication between project team members is strained at best. Root Cause #6: Lack of Commitment When people aren’t really committed to the success of your project you have “slack.” This is like slack in a rope. You don’t have a strong team focused on what it will take to succeed. Inadequate resources can also cause “slack.” The project team loses faith that they can achieve the project goals. Lack of communication is usually the result. Root Cause #7: Unconscious Incompetence Inexperienced staff can face a very steep learning curve. Even one inexperienced person in a key role can cause havoc on your project. They just don’t know what they don’t know, so they focus on what is available to them; the specifications, contract, and drawings. They must learn how to resolve specific project issues as they occur. Often, documentation becomes the focus instead of problem solving. How the Root Causes Play Out on Projects These root causes grow in impact with the size and complexity of a project. The ability to communicate gets more and more difficult as people get involved in the project. When we have two people, there is one line of communication; three lines with three people, six lines with four people and almost two hundred lines of communication with twenty people. So the root causes are more and more  significant as your project size grows. There is a snowballing effect once the root causes begin to create dissonance on a project. What might start out as a small issue, over time will grow into an overwhelming inability to deal with issues in a meaningful way. Over the life of the project, the level of dissonance will continue to grow. While these root causes can and do show up on any project, the different delivery methods have some specific risks to having the root causes play out of their projects. Design-Bid-Build Low bid projects are often plagued by fear. Fear mostly surrounds dealing with changes that happen because the designer can’t design a perfect set of documents and the contractor must bid as if everything is perfect. This fear also plays out in loss of momentum, and dissatisfaction when the team feels they can’t stop the madness of rehashing the same issues over and over to no avail. CMGC- CMR CMGC and CMR projects can have misaligned expectations around roles and responsibilities. This is because people may be new to the method and each CMGC and CMR is unique in how it plays out. So, people come to the project with preconceived beliefs on their roles and responsibilities. Often these beliefs are not in alignment. This conflict plays out without the team even realizing it, because they know what they are “supposed to do.” You may also see confusion and fear grow as the dissonance grows in power over the life of the project. Design/Build There are many “flavors” of design build and it also can be plagued with the same kind of root causes as experienced on CMGC/CMR. There is a unique challenge for Design Build when the designers are pitted against one another to protect their designs (bridging documents vs being designer of record), while at the same time charged to integrate them into one cohesive and buildable set. This leads to confusion, loss of momentum and a lack of commitment when the team feels they can’t achieve what is needed to succeed. IPD – Progressive Design/Build IPD and Progressive Design Build both require collaboration to work. So, teams that don’t understand this and bring adversarial  approaches don’t realize their unconscious incompetence is creating their inability to succeed. You will see confusion and dissatisfaction grow as the expectation that this delivery method is supposed to provide better results is not met. P3 Public Private Partnerships are challenged with a multi-headed owner and too often focus on shifting risk through the “contract”. This leads to a lack of commitment to helping the project succeed. The Design/Builder and Operator are left to try and figure out how to make things work sometimes in an impossible scenario. This leads to fear, dissatisfaction, and loss of momentum. Rooting Out the Root Causes on Your Project Any project can grow in its ability to have open, honest communication. You can’t resolve what you don’t see or understand. A structured Collaborative Partnering process is designed to develop a high trust atmosphere that allows for these root causes to come to light and be dealt with, so the team can grow in momentum and innovation.   Thank you for listening to this Bonus Episode 2 of Construction Dream Team Podcast! If you and your team would like to win a free lunch for the month of February 2019, please head on over to constructiondreamteam.com/posters, download a poster, snap a photo with it and your team, and email the photo to sue@constructiondreamteam.com to be eligible to win!!

Mr. Tim Thoman is the President and CEO of Performances Services and he has been instrumental in shaping the conversation about Indiana Public School construction. Mr. Thoman and Dr. J.T. Coopman discuss differences between and benefits of a Progressive Design-Build project versus a Traditional Design-Build project.

Progressive Design-Build is the talk of the design-build industry. But what is it really and how does an Owner know if a progressive approach fits their project? In this episode, we talk to Geoff Neumayr, the Chief Development Officer at San Francisco International Airport, about the SFO’s long-history with delivering impressive design-build projects and especially their use of progressive. The airport is in the midst of a massive $7 billion capital program where design-build and progressive are helping transform San Francisco International. Geoff shares some lessons-learned and design-build wisdom built over decades of project experience as a designer, builder, owner’s representative and now as an owner.